A. Problem Analysis

1. What was the problem before the implementation of the initiative?

Tangerang Regency is a newly formed administration. It is at the moment going through a rapid changes and development, both physically and socially. Its role has long been to support the capital city Jakarta, and that role comes with various challenges such as:
• A very high demand of land for residential, service and industrial purposes
• Intense demand for investment
• Increasing rate of land ownership transfer
• High rate of economic growth as signified by the rate of funds distributed to the society by commercial banks
In the past, members of the public must go through a long and complicated bureaucracy to be able to, for example, register their ownership of certain property. The society must bear an increasing economic cost in relation to their land because long bureaucracy created opportunity for illegal brokerage, in which certain party -outsider or sometimes public servant inside Land Affairs Office- offer landowners certain ways of speed things up. Illegal brokerage of government service is especially damaging when they include “slow things down” as their strategy to increase the demand for the speedy lane. Separately or as a consequent, the society would seldom receive hospitality from public servant in the front desks. Things were made worse by the fact that the old system caused uncertainty in land-related administration.

B. Strategic Approach

2. What was the solution?

The National Land Affairs Agency initiated Public Service Bureaucracy Reform and Tangerang Regency followed it up in collaboration with Indonesian Notary Public Association, Real Estate Indonesia and Banten Provincial Government.
• One Day Service
• Weekend Service
• Non Stop Service
• Customer Service and Public Report Service
• Service Excellent

3. How did the initiative solve the problem and improve people’s lives?

a. One Day Service
We simplify and shorten the bureaucracy for the administration of the following service that they all can be done in one day:
1) Certificate Verification
2) Certificate Upgrading
3) Debt Clearance
4) Certificate Blockage Registration
5) Land-Claim Registration
6) Land Registration Certificate
7) Registration of Land Ownership Certificate
8) Certificate Prolongation
9) Information on Land Value Zone
b. Quick Wins Service
Quick service, in which applications can be processed from start to finished in 1 day (license type 1-9), 5 days for the transfer of Land Utility Rights and 7 days for the registration of land in Asset-based Lending. In detail, this service consists of 11 licences
1) Certificate Verification
2) Certificate Upgrading
3) Debt Clearance
4) Certificate Blockage Registration
5) Land-Claim Registration
6) Land Registration Certificate
7) Registration of Land Ownership Certificate
8) Certificate Prolongation
9) Information on Land Value Zone
10) Rights transfer
11) Registration of asset-based Lending
c. Weekend Service
As the name suggest, our office creates shifts so that it can still provide service at the weekends and allows public to manage their land-related administration
d. Non Stop Service
Employee shifts are also utilized to allow our service to continue during launch break, (12 to 1 pm in Indonesia).
e. Customer Service and Public Report Service
f. Service Excellent
g. Land Affairs Office of Tangerang Regency put special attention on the hospitality of its employee. They are encouraged to greet every customer with smile. Even the decency of their appearance is of a special concern.

C. Execution and Implementation

4. In which ways is the initiative creative and innovative?

The first step for realization of Service Excellence is the restructuring of the front desk. Front desks for various certificate registrations were previously separated and unorganized. We prepared a single reception room to eliminate confusion, and ensured that the publics are well informed of the service flow. A feature video is available to achieve this goal.
The next step is to reorganize the human resources. Staffs are transferred according the qualifications requirement, and given service and motivational trainings alongside various team-building activities.
One key element in accelerating the process of finishing the certificates is the transfer of documents signing authority and allows several processes to takes only one day, even at the weekends.
Acting sporadically in providing service will bring less benefit for the public when compared coordinating it with other related parties. We socialized our programs to Provincial Government, Notary Publics, District Heads, Real Estate Indonesia and mass media.
Coordination between all staffs in Tangerang Regency Land Affairs Office is conducted daily, while unit heads meet once a week to consolidate the program.
We recognize staff’s high performance through reward and punishment system, with the basis of their service towards the public. It is expected that they will compete to excel in their respective job.

5. Who implemented the initiative and what is the size of the population affected by this initiative?

The stakeholders are as follows:
a. Every member of the unit.
b. Tangerang Regency Government
c. Notary Public Association
d. District Heads
e. Real Estate Indonesia

6. How was the strategy implemented and what resources were mobilized?

Funding resources are:
a. Internal Budget of Tangerang Regency
b. External resources consist of
- Software and hardware for certificate validation granted by Provincial Government’s.
- Vehicles granted by Provincial Government
- Equipments and promotion contributed by Notary Public’s Association
c. The total spending for the program is IDR500.000.000

7. Who were the stakeholders involved in the design of the initiative and in its implementation?

The outputs of each service products are as follow:
a. One Day Service:
Service process acceleration of 9 service types in which land- related certificates are usually issued7 to 30 days after submission, and with the new system they are reduced to one day.
b. Quick Wins Service
Express servicing of 11 types of service.
c. Non Stop Service
Our service is still running during launch break.
d. Customer Service Counter and Complaint Service
This counter facilitate the society to request for information and file for complaints
e. Service Excellence
Providing the public with the best service possible to ensure their satisfaction:
- Smile, Salam and Greetings
- Outsourcing the front office, back office and customer service staffs and require the to show up for work in decent and attractive physical appearances.

8. What were the most successful outputs and why was the initiative effective?

9. What were the main obstacles encountered and how were they overcome?

Challenges are in the form of:
1. Internal Challenges:
a. Limitations of human resources available
b. Staff’s resistances to changes
c. Inadequate system
d. Incomplete infrastructure
2. External Challenges:
a. The society are unaware of the changes we make thus the need for more socialization
b. The presence of illegal brokers who feel that their source of income is being hampered
The solutions for the problems are:
1. Solution for internal challenges
a. Procuring staffs who are managed by third party (outsourcing) with the expectation that they will work better and more diligent.
b. Conducting Service Excellent trainings and giving motivations to the staffs
c. Creating a system for service that is integrated and less complicated
d. Forming cooperation and alliances with vertical units and Notary Public Association.
2. Solution for external challenges
a. Socialization, be it directly to the public or through electronic and printed media.
b. Assuring the society that illegal brokerage is a corrupting practice and should be expelled from our system

D. Impact and Sustainability

10. What were the key benefits resulting from this initiative?

Externally, Excellent Service for Land Affairs Administration brings the following results:
a. Increasing the society’s economic scale, signified by the increasing number of bank loans
b. Eliminating high cost economy because our program reducing society’s dependency on any type of brokerage
c. Increasing the investment because certificates are more easily obtained with simple, cheap and certain procedures.
d. Increasing the Social Satisfaction Index. Based on the survey conducted by Indonesian Research and Development Center on 150 respondents who receive services in Tangerang Regency Land Affairs Office, the index is 75,65 (good).
e. Tangerang Regency Land Affairs Office was ranked first place in a National Basic Public Service awards.
f. The Office receives ISO 9001:2008 certification.
g. Formal recognition from South Tangerang Regency’s House of Representative.
h. Formal recognition from local Notary Public’s Association.
i. Formal recognition from Ombudsman Indonesia.
The internal impacts are as follow:
a. Staffs are more confortable in serving the society because the procedures are better
b. We receive less complaints from the society
c. Services are given better, more organized, systematized and calculable in term of time consumption.

11. Did the initiative improve integrity and/or accountability in public service? (If applicable)

This innovation has been systematically organized and programmed so that its continuity is guaranteed because the practice is based on a commitment and implemented consistently by all stakeholders in the service.
The implementation of Land Affairs Excelent Service vin Tangerang Regency is referred to by the Head of National Land Affairs Agency when instructing other local agencies around Indonesia to replicate the practice. A reference was also made by Tangerang Regent when instructing that Tangerang Regency Integrated Licensing Agency implement similar reforms. As previously stated, we are proud to host various agencies from around Indonesia to visit and study our service deliverance system.

12. Were special measures put in place to ensure that the initiative benefits women and girls and improves the situation of the poorest and most vulnerable? (If applicable)

From the past two years of its implementation, we have learned that this type of innovation in public service requires strong leadership, commitment and consistency. The commitment and consistency should become a culture of the employees. We have also learned that our employees should have the right attitude for changes and the sufficient amount of confidence in providing better services. All stakeholders must have some sense of belonging to the program and eventually, as a unity we will be able to serve the society better.